Title: EDU5813 HUMAN RELATION IN EDUCATION
1EDU5813HUMAN RELATION IN EDUCATION
2- INTRODUCTION
- Organizational behavior is the study of human
relation in organization. - To understand individual and group behavior,
interpersonal process, organizational dynamics - With the goal of improving the performance of the
organizations and the people in them
3- So learning about Organizational Behavior can
help to - -Develop a better work related understanding
about yourself and others - -Have a knowledge platform that can expand your
potential career success in dynamic and complex
workplaces.
4Organizational as Work-Settings
- A Organizational Strategy
- Organizations are collections of people working
together to achieve a common purpose - (Implication for your organization?)
- Lets Discuss
5- A strategy guides organizations to operate in
ways that out perform competitors. - Sustainable high performance is achieved only
when strategies are well implemented - and
- It is in respect to implementation that
understanding Organizational Behavior becomes
especially important - People in the organization make things happens
- People make the difference
6- So leaders and managers need to mobilize and
activate human capital and talents to implement
strategies. - B. Organizational environment
- Organizations are dynamic open system
- Open systems transform human and material
resource inputs into finished goods and services - Stakeholders are people and groups with and
interest in the performance of the organization. -
7-
- Figure 1 Organization as open systems
8- C. Organizational Culture
- It is a shared set of beliefs and values within
an organization. -
-
- Figure 2 Insights on organizational cultures
9- D. Diversity and Multicultural
- Workforce diversity-individual differences
- Multiculturalism- refers to pluralism and respect
for diversity in the workplace
10Organizational Behavior and Management
- Managers - are responsible for supporting the
work efforts of other people - Effective managers is one who helps others
achieve high levels of both performance and
satisfaction. - Task Performance is the quantity and quality of
work produces - Job Satisfaction is a positive feeling about
ones work and work setting.
11A. The Management Process
-
- Figure 3The Management Process of Planning,
Leading and Controlling
12B. Managerial Skills and Competencies
- Technical skills is an ability to perform
specialized task - Human skills is the ability to work well with
other people - Emotional intelligence (EI) is the ability to
manage ourselves and ones relationship
effectively - EI is ability to understand and deals with
emotions. - EI is now considered as an important leadership
competency.
13Conceptual Skills
- Is the ability to analyze and solve complex
problems.
14Motivating, Satisfying and Leading Employees
15PSYCHOLOGICAL CONTRACTS IN ORGANIZATION
- Human Relation
- Interactions between employers and employees and
their attitudes toward one another. - Psychological Contract
- Set of expectations held by an employee
concerning what he or she will contribute to an
organization (referred to as contributions) and
what the organization will in return provide the
employee (referred to as inducements)
16THE IMPORTANCE OF SATISFACTION AND MORALE
- Job Satisfaction
- Degree of enjoyment that people derive from
performing their jobs. - Morale
- Overall attitude that employees have toward
their workplace.
17MOTIVATION IN THE WORKPLACE
- Motivation
- The set of forces that cause people to behave in
certain ways - Classical theory
- Theory holding that workers are motivated solely
by money - Behavior Theory The Hawthorn Studies
- Tendency for productivity to increase when
workers believe they are receiving special
attention from management
18CONTEMPORARY MOTIVATIONAL THEORIES
- Theory X
- Theory of motivation holding that people are
naturally irresponsible and not cooperative. - Theory Y
- Theory of motivation holding that people are
naturally responsible, growth oriented,
self-motivated, and interested in being
productive
19Theory X and Theory Y
Theory X Theory Y
People are lazy People are energetic
2. People lack ambition and dislike responsibility 2. People are ambitious and seek responsibility
3. People are self-centered 3. People can be selfless
4. People resist change 4. People want to contribute to business growth and change
5. People are gullible and not very bright 5. People are intelligent
20- Hierarchy of human needs model
- Theory of motivation describing five levels of
human needs and arguing that basic needs must be
fulfilled before people work to satisfy
higher-level needs. - Two Factor Theory
- Theory of motivation holding that job
satisfaction depends on two types of factors,
hygiene and motivation
21- Expectancy theory
- Theory of motivation holding that people are
motivated to work toward rewards that they want
and that they believe they have a reasonable
chance of obtaining. - Equity Theory
- Theory of motivation holding that people
evaluate their treatment by employers relative to
the treatment of others.
22STRATEGIES FOR ENHANCING JOB SATISFACTION AND
MORALE
- 1. Reinforcement
- Theory that behavior can be encouraged or
discouraged by means of rewards or punishments - Management by Objectives
- Set of procedures involving both managers and
subordinates in setting goals and evaluations
progress
23- 3. Participative Management and Empowerment
- Method of increasing job satisfaction by giving
employees a voice in the management of their jobs
and the company - 4. Job Enrichment and job Redesign
- Job Enrichment
- Method of increasing job satisfaction by adding
one or more motivating factors to job activities - Job Redesign
- Method of Increasing job satisfaction by
designing a more satisfactory fit between workers
and their jobs - Usually implemented in one of three ways
- Combining tasks
- Forming natural work groups
- Establishing client relationships
24- 5. Modified Work Schedule
- Work-Share Programs
- Method of increasing job satisfaction by allowing
two or more people to share a single full-time
job - Flextime Programs
- Method of increasing job satisfaction by allowing
workers to adjust work schedules on a daily or
weekly basis - Telecommuting
- Form of flextime that allows people to perform
some or all of a job away from standard office
setting
25MANAGERIAL STYLES AND LEADERSHIP
- Leadership
- Process of motivating others to work to meet
specific objectives - Managerial Style
- Pattern of behavior that a manager exhibits in
dealing with subordinates - Autocratic Style
- Managerial style in which managers generally
issue orders and expect them to be obeyed without
question
26- Democratic Styles
- Managerial style in which managers generally ask
for input from subordinates but retain final
decision-making power - Free-rein style
- Managerial style in which managers typically
serve as advisers to subordinates who are allowed
to make decisions.
27- The Contingency Approach to Managerial Style
- Approach to managerial style holding that the
appropriate behavior in any situation in
dependent (contingent) on the unique elements of
that situation. - Motivation and Leadership in the Twenty-First
Century - Changing Patterns of Motivation
- Changing Patterns of Leadership